7 Tips for Improving Communication in a Period of Change

Change is a major challenge for most organisations. Research suggests that 70% of change projects are not sustained. In a period of change, communication is key. If we are honest, most of us are uncomfortable with uncertainty. In times of change, people become frightened, resistant, go into denial and may even be angry. There is no magic formula for getting rid of these feelings, but open communication can go a long way to reducing the impact. So what are 7 things you can do to improve communication in a period of change?

1. Communicate the case for change

Individuals need to fully understand:

• Why change is needed

• What the benefits are for them

• What the benefits are for the organisation

• How it might impact on them personally

People will have without doubt given a lot of commitment to the organisation, so make sure that you make the time to get across the case for change.

2. Communicate regularly

Once the case for change is communicated and it clear that is going to happen, make regular communication a priority. This can be something as simple as a weekly e-mail or even audio e-mail which:

• Outlines what has happened so far

• Sets out what will be happening next

• Acknowledges challenges or problems that have been encountered and what is being done about them

3. Provide opportunities to ask questions

Traditionally this might have been through open meetings or focus groups and these are still appropriate. Using technology to allow people to submit questions to a central point is another excellent way of addressing concerns and getting insights into what is worrying people. These questions can even provide the focus of the weekly communications, as it is likely that common themes will arise.

4. Provide opportunities to submit ideas

There is a wealth of talent in the organisation who have numerous ideas that can help make change projects a success. Make it easy for people to submit those ideas online or in traditional forms such as suggestion boxes.

5. Feedback on questions and ideas

It is clearly not possible to feedback on every question or idea submitted, but it is easy to group them and feedback on themes.

6. Be honest

People may not like bad news but will appreciate it more than someone being less than 100% honest with them. Make a decision at the outset to be honest in your communications.

7. Train your managers

If people have concerns, their manager will usually be the first person they will speak to. Make sure that you have provided some basic training to managers on how best to handle these communications.

Change is a major challenge and should not be underestimated. Good communication can however go a long way towards making change as smooth as possible.

Source: http://ezinearticles.com/?7-Tips-for-Improving-Communication-in-a-Period-of-Change&id=954927
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The Last Resort

Imagine this. In the age of reality TV shows and cameras in the most non-discreet areas of everyday life, what if one could see an MTV version of "The Real World" around the dynamics of corporate retreats. What would we see on our plasmas in our living room? What would we hear as the "thoughts behind the thoughts" and the real words spoken about what was spoon-fed to you when you sat inside your "corporate confessional"?

As we dive under the layers of this $100-plus billion dollar a year industry, we are finding that companies are spending on average over $1,000 per employee on corporate training and retreats in the hopes of convincing our cultures we are Southwest Airlines. Yet besides getting out and playing a round of golf, are we getting out there with this information and transforming our workplace significantly come Monday at 8 a.m.? I think not. Here are some of those reality show-like statements I have heard from my executive clients:

"We had more stories to tell that were better saved for after hours-how discussions at happy hour then monumental changes to a more effective running of a meeting."

"It was more relaxing than anything else...made me forget about what I had to go back to next week!"

"Got some good information. But I know myself. . . those Powerpoints will go in a file I have in the office."

"The stuff I learned makes sense in theory. But they don't know what I have to work with everyday!"

As you can see, this is the reality that needs addressing before a single dollar is spent in 2007 on training and development. The more we remain satisfied on selling the semblance of change and transformation in a weekend, the more I believe we sadly confess that we are so disconnected from the potentials of our employees. In effect, what we are admitting is that our employees don't know any better and if we give them escapism and a "good time" we can rest our laurels on that-for most of the people above won't ever complain, per se. Perhaps innocuous and break-even plans are good enough for leadership teams. If not, then spark your leadership team to rewrite the reality show script for a corporate retreat to include:

• A needs assessment prior to the retreat that asks employees to name the "Top 10 List of the Unspeakable Issues in Our Company" and design a weekend around that.

• Ask for expert facilitators to take the "good feeling message" and apply it to the most challenging dyads present at your retreat.

• Lose the razzle dazzle of high expenses and laser light shows and go for substance...make the CEO go through all the day's events and participate as a "participant." Never get behind a podium.

Lights, camera, real action.

Source: http://ezinearticles.com/?The-Last-Resort&id=950277
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Developing An Effective Coporate Leadership Training Program

Corporate leadership training is rarely effective today. Normally this training means that there will be a 2 month fad that middle management will have to develop, roll out and then abandon because the executive management team has decided to go in a different direction.

Why don't most companies have an effective corporate leadership training program? There are lots of answers but one that often comes to light is that these programs contain general practices and theories. They lack direction, support and practical application.

The key step is to understand that an effective training program by nature is going to force people to step out of their comfort zone and embrace change. There needs to be a method to the madness to be effective. They are some critical pieces in the process to have developed in these corporate training programs to ensure they are a valuable use of time, resources, and funds.

The key points are:

Begin with the end in mind. What are the goals and objectives of the training? Who will it impact and how will it impact their job, duties, and others that they work with?

How do I take the theory and put in practical application to ensure the knowledge has use in the day to day business activities. Do not believe that knowledge is power, but rather applied knowledge is power!

Make sure the program has the support of upper management. No rubber stamp approvals, but active involvement and follow up at all levels.

Follow the C.E.A. method:

Communication. What is the program and how does it impact the job role or function?

Execution. What am I supposed to do with this program? How should I perform?

Accountability. How will I be held accountable? This can be positive and negative accountability.

Definitive follow up is the final step in the process. Make sure everyone knows what the next steps are and when they need to be completed by. Be specific and clear to ensure effective communication so people know where they need to execute. Then hold them accountable to that execution.

Take your program and review the progress over a course of time. Repeat the steps above as often as needed until the goal is achieved.

Source: http://ezinearticles.com/?Developing-An-Effective-Coporate-Leadership-Training-Program&id=947817
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Six Sigma Utilizing Lean Manufacturing Principles

Six sigma is now the most common continuous improvement tool in business. It is often combined with lean manufacturing to form the lean six sigma improvement method.

Six sigma has been in use by a select few companies for over 20 years. Lean manufacturing was made popular by Toyota in the Toyota Production System, and has also been in use for a couple decades.

Recently, the combination of both methods has proven successful. However, integrating the two disciplines is not always easy, as the approach to each method differs considerably. Lean manufacturing follows a system called PDCA (Plan-Do-Check-Act), which as the name implies, is a fairly quick implementation. It is more of a "just do it" philosophy. In other words, get an idea, implement it, see if it worked, then adjust to make it better.

Six sigma is more methodical. It follows a model known as DMAIC (Define-Measure-Analyze-Improve-Control), which as the model depicts, is more time consuming.

Integrating both lean manufacturing and six sigma can be very powerful, especially when the strengths of both tools are utilized. For example, six sigma's methodical approach minimizes wasted efforts on ideas that are misguided or unjustified, and lean manufacturing's excellent improvement tools fit nicely into the Improve phase of the six sigma model.

Both lean manufacturing and six sigma have a set of tools that are used to solve business problems (opportunities). Combining both methods increases the tool set by nearly 100%. Although there are differences of opinion, it really doesn't make sense to limit your business issues to only one set of tools.

It doesn't even make sense to limit it to two sets of tools, however, when you look at the toolbox of lean manufacturing and six sigma, almost any business problem could be solved with one of the tools.

There are many lean manufacturing tools, but the most popular are value stream mapping, 5S (workplace organization), SMED (setup reduction), kaizen (Japanese for incremental improvement), kanban, standard work, tpm (total productive maintenance), OEE (overall equipment effectiveness), one piece and continuous flow, theory of constraints, pull systems, takt time and line balance.

Six sigma has a huge collection of tools ranging from project define tools of prioritization techniques, house of quality, analysis of mean and variances, hypothesis testing, regression analysis, design for six sigma, DOE (design of experiments), FMEA (failure mode effects analysis), cause and effects analysis and matrix, and many others.

Just looking at the tools, for the continuous improvement professional, it becomes readily apparent that neither discipline should be left out. Business issues, opportunities, and problems should determine the tools necessary rather than the skills of the team members.

Both disciplines do require time to learn. Even more important is the application experience. Combine the skill set required and the "soft" skills of dealing with people, and implementing lean six sigma becomes a large initiative.

However, when these tools are mastered, and the implementer utilizes the knowledge of those people with experience (such as employees), many problems can be solved swiftly, yielding huge gains in productivity, scrap, cycle time, inventory, sales, or any other critical metric.

Source: http://ezinearticles.com/?Six-Sigma-Utilizing-Lean-Manufacturing-Principles&id=902003
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If You Keep Doing What You've Been Doing - You'll Keep Getting What You've Been Getting!

Trust is a key factor needed for effective leadership. The problem today is you can't tell or even expect people to trust you. . .you must prove it first.

In God we trust, but all others bring data -

High performance work environments require a deep respect and trust in people. People are not viewed as extensions of machines, objects to be manipulated nor costs to be controlled but rather as thinking and feeling human beings who bring enormous energy, creativity and talent to their work. Most people want jobs that are meaningful and allow them autonomy to make decisions and contribute to the company in significant ways. Effective organizations are those moving beyond attempting to control people to trusting and empowering them with the resources, information, tools, skills and support to manage their work processes and create products and services of unprecedented quality.

Of course, lots of companies espouse a philosophy that values people and yet are not experiencing the kinds of performance described at the start of this article. That is because they are not designed to do so. Only a holistic and systemic view of the organization in which all aspects of the organization are aligned behind that philosophy will realize the true value of their people.

In high performance organizations people understand the business, are committed to getting results and are organized into self-contained, multi-functional and customer-focused business units or teams that take full responsibility for making decisions, solving problems and continuously improving the quality of their work. Everyone involved with a particular core process are members of the same team and are empowered with full authority for the success of a whole product, service or major segment of work. Roles and responsibilities are much broader and more meaningful in scope than in a traditional organization. The team is responsible for setting goals, coordinating and scheduling their work, interfacing with the customer, training, making decisions and problem solving, monitoring quality, and even measuring performance and making hiring and selection decisions. The role of management changes from that of controlling workers and solving day-to-day problems to being facilitators and coaches. They define outcomes, manage boundaries, interface with other departments and, in general, insure that the team has the resources, training, information and support they need to carry out the job.

Perhaps this movement could be summarized by four basic principles:

1. People are the organizations greatest resource and need to be trusted and empowered.

2. Work must be designed so that people are allowed to do "whole and meaningful" tasks that integrate all work aspects into a singular and total system.

3. Cross-functional teams are the natural work units of high performance companies and are responsible for managing all of the tasks and processes to accomplish business goals.

4. The role of management must change from controlling workers to providing resources and training as well as managing the environment so teams of workers can be most effective.

Research and experience indicate that companies organized by principles of high performance consistently outperform their more traditional counterparts. In fact, a recent review of 100 companies that have recently redesigned their work environments consistent with these principles showed an average improvement in productivity of 37%. Pretty remarkable!

There is an old truism that "If you keep doing what you've been doing you'll keep getting what you've been getting". Most leaders, owners or managers have not yet tapped the full potential of their workforce, and yet they won't do so by doing more or even better of what they've done in the past. Only through a redesign of work and the structure of the organization can outstanding improvements in productivity and quality be realized.

Furthermore, maintaining trust is like walking on eggs-slow going and easily crushed. Here are some ways to maintain a high trust level within your organization.

• Your personal life is your public life.

Your personal life reflects who you really are. If you are in a leadership position, your personal life is open to scrutiny. Your ability to lead others will increase if people respect you.

• Keep your promises.

How many times has someone told you, "I'll get back to you on that," but never followed up? Don't make promises you can't or won't keep.

• Tell the truth all the time.

The worst thing you can do is not be open and honest with people. Trying to hide information will always catch up with you. Tell people everything they need to know, even if it's bad news. It's better to say too much rather than too little.

• Treat everyone with respect.

You may not like everyone you work with, but you must treat them as if you do. People want to feel they have value and worth as individuals.

• Show appreciation.

Surprise people by doing something unexpected for them. When you see one of your employees doing s o m e t h i n g good, write them a note of appreciation or walk up and just tell them. They will respect you and trust you more.

• Avoid favoritism.

Don't turn to the same person for help over and over again. Train and develop all your employees so everyone has equal opportunity to prove themselves.

• Consistently enforce the rules.

Either enforce rules or eliminate them. The "selective" enforcement of policies damage credibility.

• Treat people as equals.

Because of the Enron scandal and some notable others, there will be more pressure on boards and executives to give all employees the same privileges normally reserved for executives. If executives can sell their stock options why, can't other employees?

• Don't tell jokes at others' expense.

Telling jokes is a good way to lower your trust quotient. The most harmless jokes will be offensive to someone.

Successful organizations realize that employee retention and talent management is integral to sustaining their leadership and growth in the marketplace. Attracting, hiring, and retaining high-caliber employees in today's labor market challenges organizations to manage talent at all levels.

United States has changed more dramatically during the past six years than the previous 20 years combined. A falling stock market, terrorist attacks, and subsequent war in Afghanistan and Iraq, not to mention the Enron and Arthur Andersen scandals, have redefined our mental landscape regarding how we play, live, worship, and work. Because of these sweeping changes, the expectations and demands of the workforce are overwhelmingly different.

The workplace of today must put high priority on human resources. There is one key truth superseding all backgrounds, cultures, and generations... people want to be part of an organization that means something!

Source: http://ezinearticles.com/?If-You-Keep-Doing-What-Youve-Been-Doing-Youll-Keep-Getting-What-Youve-Been-Getting!&id=858977
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Does Business Culture Impact Performance?

Does business culture have an impact on performance? By performance, I mean net profit, customer satisfaction and loyalty and employee satisfaction and loyalty. Whilst I have not conducted a formal study, my experiences observing organisations tells me that the answer is a resounding yes.

See if you can spot the difference between two sets of culture which I have observed from within and without in eight separate organisations. Whilst the cultures I describe are an amalgam of like organisations, there is a great deal of overlap between those classified as belonging to the same culture.

The first culture has the following characteristics.

The hours spent at work are observed. Those spending more hours at work are considered to be working hard. Those spending fewer hours at work are considered to be unmotivated. Comments such as, "Having a half day today, are we?" are heard occasionally being said to staff who leave before 6:00 pm. Most of the major metrics are internal. All metrics with any external weighting are lag indicators. Targets are mainly created by looking at past performance and adding or subtracting numbers to achieve a particular result. Only the few cases where individual managers work that way, do metrics cascade from a single numeric goal based on cause and effect.

Days at work are consumed by never-ending meetings. Few decisions are made at the meetings. Attendance at the meeting is dictated by a need to keep all stakeholders informed. Consensus and not making mistakes are given more weight than speed in decision making. Either an informal approach or an overly formal decision making process is used if and when decisions are actually made.

Several studies or projects are underway at any given time. More than thirty initiatives are probably underway, if one itemized them all. Less than 20% of the initiatives are making a significant difference to the goal set for the organisation, in the next twelve months. The studies and projects consume a large proportion of the time of the most talented and experienced people in the organisation.

Contributing to the analysis and final presentation of the analysis of a study or a project is given ten times as much weight and focus as implementation. Reports are typically 30-40 pages long with many tables and graphs of problem definition and analysis and one to two pages on implementation.

Perks are seen to go with seniority. People who contribute and drive the analysis of a study and write a report only make the presentation when the presentation is risky and the location of the presentation is not exotic (head office training room versus sales conference at a resort). Relationships with external stakeholders are competitive. The concentration is on dividing the spoils and/or maximising power.

Sales and marketing is seen as something that almost anybody can do as long as they have an outgoing personality. Sales and marketing are not aligned. Sales and marketing as a group are not aligned to operations. Silo mentality is the norm.

Systemic thinking is seen as too hard.

The other culture has the following characteristics.

There is one goal. It is well known and recited often to make sure everybody knows what it is. There are a few key strategic platforms which drive the organisation towards their goal. The strategic platforms are well known and are talked about in every internal presentation. Performance indicators cascade from the goal and the strategic platforms. A mix of lead and lag indicators is used. Some indicators are found to be ineffective over time and are replaced with others. As many external metrics as are accurately measurable, which provide real insight into progress towards the goal, are used.

Internal meetings are kept to a minimum. Authority for decisions is clearly spelled out. Accountability is seen to go hand in hand with authority. Accountability is formally known. External meetings are encouraged. Quick decisions with an ability to detect when decisions in hind sight actually were poor are encouraged over consensus. Initiative coupled with risk management is encouraged. Studies and projects which do not contribute to the goal are starved of resources or are not approved at all. Reviews are held regularly on the contribution to the goal of projects and studies underway.

People who contribute the most to a project or study reap the rewards, positive or negative. They are held responsible for good or for bad. Their managers, or those who selected and mentored them on the project or study, are held accountable for their good or poor performance. Relationships between the organisation and its important stakeholders e.g. distributors, regulators, compliance auditors, are collaborative and concentrate on increasing rather than dividing the whole. This applies alike to money, standards and authority.

One part of the organisation is seen to drive the others. The hierarchy is evident based on the cascading of strategy and tactics to reach the goal, but not on personal importance. Silos may exist where team work is not required, but the role of each group in reaching the goal is well known and preserved assertively.

Systemic thinking is normal.

The difference in performance between the organisations I have allocated to these two cultural norms is stark.

The first set of organisations are characterised by the following performance.

Employee satisfaction is low. Turnover rates are higher than normal for their industry. Power bases are obvious and fiercely protected. Passive aggressive people are rewarded. Politics is a skill to be learnt to progress.

Decision making is slow. Opportunities are missed. When opportunities are noted to be missed the initial reaction is to cover up. The second reaction is to blame. Targets are often missed. Profitability or other benchmark statistics are below industry average.

Little is implemented. Projects with a charismatic forceful leader are implemented; however, this is not the norm.

The second set of organisations is characterised by the following performance. Employee satisfaction is low in pockets. Efforts to increase satisfaction are generally successful. Assertive people are rewarded. Power bases exist and are defended when the role of the group in reaching the goal is being eroded.

Decision making is swift. Mistakes are made. Mistakes are corrected. People who continually make mistakes are demoted. Targets are rarely missed.

Profitability or other benchmark statistics are above industry average or moving quickly towards industry average from a low base. Much is implemented. Implementation is celebrated. People have a clear sense of where they have come from and where they are going to.

My reflections above are real. So real that they form part of what we do when we look at the health of organisations and the potential for improvement. Most organisations are somewhere on the continuum between the two examples. Where does your organisation fit? What impact does culture making on your performance?

Source: http://ezinearticles.com/?Does-Business-Culture-Impact-Performance?&id=943886
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Leadership Model For A 21st Century Health Care Organization

There is a growing trend for leaders to break the old autocratic model of leadership to newer models using the concepts of shared and participatory leadership. With the every increasing complexity of health care delivery and the new skilled work force, leaders will have to communicate in an atmosphere where a reaching organization objective is a shared responsibility. According to Bennis, Spreitzer and Cummings (2001) in the future the landscape of health care organization will become more decentralized, which will promote agility, proactivity, and autonomy. Future leaders may move away from singular roles to shared leadership networks that may themselves alter the foundations of the organization. The demands for shared leadership or leaders shifting roles on teams will continue to increase. Health care organization will foster the development and empowerment of people, building teamwork and shared leadership on all levels. The leaders of the future will be guides, asking for input and sharing information. Telling people what to do and how to do it will become a thing of the past (Bennis, Spreitzer and Cummings, 2001). In the 21st century the dynamics of health care will offer leaders who have the ability to motivate and empower others a platform to maximize an organization human resources. Leadership will have to be committed to encourage a two way communication in which the vision meets both the organizations objectives and the employee's needs. This assignment will develop a leadership model for the 21st century that addresses the role of commitment model of shared and participatory leadership in health care organizations.

Commitment model of leadership

Fullam, Lando, Johansen, Reyes, and Szaloczy (1998) suggest effective leadership style is an integral part of creating an environment that nurtures the development of an empowered group. Leader effectiveness is simply the extent to which the leader's group is successful in achieving organizational goals (Fullam et al., 1998). In the 21st century health care organizations will need leaders that are committed to developing employees in a team environment. In an environment where leadership is transferable according to objective commitment leadership has a shared purpose. Kerfoot and Wantz (2003) suggested in inspired organizations where people are committed and excited about their work, compliance to standards and the continual search for excellence happens automatically. In these organizations, compliance continues when the leader is not present. This type of leadership requires the team leader to use all available means to create three conditions among individuals: (a) shared purpose, (b) self-direction, and (c) quality work. Leaders who create commitment among their employees believe in creating a shared vision that generates a sense of shared destiny for everyone (Kerfoot & Wantz, 2003).

Involving others in leadership is a unique process which is deeply rooted in individuals believing they are a part of the process of meeting organizational objective and purpose. Atchison and Bujak (2001) suggest involving others in the process is important because people tend to support that which they help to create. People resent being changed, but they will change if they understand and desire the change and control the process. Sharing information promotes a sense of participation and allows people to feel acknowledged and respected (Atchison & Bujak, 2001 p. 141).

Toseland, Palmer-Ganeles, and Chapman (1986) suggest when individual leaders cooperate and share their expertise and skills, a more comprehensive decision making process can be achieved rather than when leaders work independently. For example, in a geriatric team, a psychiatric nurse may lead a group focused on heath concerns, a social worker may lead a therapy group, or a mental-health therapy aide may lead a structured reality-orientation group (Toseland et al., 1986). Shared commitment form the leadership in the future will help to develop, coordinate, and integrate the complex and ever changing health care setting for the 21st century.

Respect for authority and work ethic

Haase-Herrick (2005) suggested shared leadership gives the opportunity to enhance or build trust among individuals. Leadership is mobilized around refining the roles of individuals creating positive health practice environments that support the work of the group (Haase-Herrick, 2005). Leadership ability to lead a team in ways that build morale and reinforce work ethics empowers others to perform to their potential in a group. Leadership is the ability to lead individuals towards achieving a common goal. Leadership builds teams and gains the members shared commitment to the team process by creating shared emotion within the group (Pescosolido, 2002).

Collaboration among leaders in health care

There are new models that are emerging which add a new perspective on how to produce effective collaboration within leadership. Wieland et al., (1996) discussed transdisciplinary teams in health care settings, where members have developed sufficient trust and mutual confidence to engage in teaching and learning across all levels of leadership. The collaborating is shared but the ultimate responsibility for effectiveness is provided in their place by other team members. The shared responsibility for example might be a situation where clinicians on a team each serve in a leadership role regardless of their particular disciplinary expertise (Wieland et al., 1996). The shared commitment model of leadership allows for the independence and equality of the contributing professions while pressuring team members to achieve consensus about group goals and priorities. It is important to emphasize the importance of collaboration in a complex and changing health care environment. The focus on the primary purpose for partnership of leaders will ultimately rest on the shared belief in meeting organizational goals though a collaborative effort. Atchison and Bujak (2001) suggest it is important to reemphasize the importance of keeping everyone informed on the primary purpose of achieving success though a collaborative effort. Clarifying expectations and specifically illustrating how proposed changes are likely to affect the participants is important in achieving commitment leadership (Atchison & Bujak, 2001)

Leadership competency on all levels

The ability to lead in the 21st century requires leaders to be competent in motivating and empowering others to perform to their maximum potential. According to Elsevier (2004) leadership is the ability to lead a team or number of individuals in ways which build morale, generate ownership and harness energies and talents towards achieving a common goal. The leadership competency is all about motivating and empowering others while accomplishing organizational objectives. Leadership is the vehicle in which the vision is clarified though the encouragement of two-way communication on all levels of the organization (Elsevier, 2004).

Leaders in the 21st century will have to be competent in identifying change as they occur and encourage others to adjust to those changes for the mutual benefit of achieving objectives. Elsevier (2004) suggest leaders will have to be comfortable with change because which change comes new opportunities for collaboration among followers and peers (Elsevier, 2004). Improving the results of change initiatives while making sure those changes are fully understood will be a priority for leaders who choice to lead by commitment leadership.

Leadership as a changing agent

Longest, Rakich and Darr (2000) suggest organizational change in health care organization does not occur absent certain conditions. Key are the people who are catalysts for change and who can manage the organizational change process. Such people are called change agents. Anyone can be a change agent, although this role usually is played by leadership. Change agents must recognize that any organizational change involves changing individuals. Individuals will not change with out motivation introduces by the changing agent. The changing agent must create a body of shared values and attitudes, a new consensus in which key individuals with in an organization reinforce one another in selling the new way and in defending it against opposition (Longest, Rakich and Darr, 2000). As health care organizations change in the 21st century successful leaders must have the skills that are necessary to make change possible with in teams of individuals. Longest, Rakich and Darr (2000) suggest one of the important category of change is team building or team development, which "remove barriers to group effectiveness, develop self sufficiency in managing group process, and facilitate the change process (Longest, Rakich and Darr, 2000). A leader who leads by commitment must seek to minimize the resistances to change by building a consensus of objectives with in the organizations culture.

Conclusion

Leadership in the complex health care environment in the 21st century will need individuals to be committed to the promotion of team effectiveness. Sarner (2006) suggest leadership is a "power- and value-laden relationship between leaders and followers who intend real changes that reflect their mutual purposes and goals." In plainer language, leadership is the dynamic that galvanizes individuals into groups to make things different or to make things better -- for themselves, for their enterprise, for the world around them. The essential components of leadership have remained more or less constant: intelligence, insight, instinct, vision, communication, discipline, courage, constancy (Sarner, 2006). In the 21st century leaders must know how to gather, sort, and structure information, and then connect it in new ways to create clear objectives that satisfy both the organization and individuals needs. The important skill that can be learning during this process of leadership is the ability to listen to colleagues and collaborators for the sole purpose of foster a shared consensus. In order to communicate a vision in the future a commitment leader must work with others and sometimes defer some part of the leadership process to ensure organizational objectives are achieved.

References

Atchison, T. A. & Bujak, J. S. (2001). Leading transformational change: The physician-executive partnership. Chicago, IL: Health Administration Press.

Elsevier, R. (2004). Leadership and change orientation. Competency & Intelligence 12(2), 16-17. Retrieved October 8, 2006 from http://web.ebscohost.com/ehost/delivery?vid=14&hid=16&sod

Haase-Herrick, K. (2005). The opportunities of stewardship: Leadership for the future. Nursing Administration Quarterly, 29(2), 115-118. Retrieved March 23, 2006, from Ovid Technologies, Inc. Email Service.

Kerfoot, K., & Wantz, S. (2003). Compliance leadership: The 17th century model that doesn't work. Dermatology Nursing, 15(4), 377. Retrieved June 3, 2005, from http://proquest.umi.com/pqdweb?index

Longest, B., Rakich, J. S. & Darr, K. (2000). Managing health services organizations and systems (4th ed.) Baltimore, MD: Health Professions Press, Inc.

Pescosolido, A. T. (2002). Emergent leaders as managers of group emotion. The Leadership Quarterly 185(2002), xxx-xxx. Retrieved October 5, 2006 from http://www.unh.edu/management/faculty/ob/tp/Emergent%20Leaders%20as%20Managers%20of%20Group%20Emotion.pdf

Sarner, M. (2006). Can leadership be learned? FastCompany.com Retrieved October 8, 2006 from http://www.fastcompany.com/articles/archive/msarner.html

Toseland, R. W., Palmer-Ganeles, J., & Chapman. D. (1986). Teamwork in psychiatric settings. National Association of Social Workers, Inc. Retrieved May 29, 2005, from http://www.apollolibrary.com/srp/login.asp

Wieland, D., Kramer, J, Waite, M. S., Rubenstein, L. Z., & Laurence, Z. (1996). The interdisciplinary team in geriatric care. The American Behavioral Scientist. Retrieved May 1, 2005, from http://proquest.umi.com/pqdwebindex=1

Source: http://ezinearticles.com/?Leadership-Model-For-A-21st-Century-Health-Care-Organization&id=859431
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Resistance is Futile

My driving experience changed from pleasant to near panic state when a wasp managed to fly into my car. I began to wildly wave my free arm around to encourage the unwelcome insect out to one of the open windows. After several unsuccessful attempts to shoo the bug out (and a near rear end collision with a vehicle in front me!) I decided to fully focus on driving defensively. The wasp continued to bonk its head onto the inside of my windshield. Eventually I got to my destination. Eventually the wasp exhausted itself and died on my dashboard instead of flying out one of the open side windows.

"If you're not getting better, you're getting worse." says Ken Blanchard. Someone else also wisely put it this way, "If you're not growing (changing) you're dying."

Organizations today who are actively engaged in enhancing their competitive edge, are all about getting better, quicker, reducing costs, and eliminating as many non-value added, time-consuming steps in a process. They discovered that there is no longer validity in the once popular expression, "If it ain't broke, don't fix it!" In essence these companies and businesses are outperforming their competition by continuously improving. They're changing. They're abandoning their old habits and techniques - unlike my traveling buddy the wasp.

Change often requires doing things differently. It could require that an organization outsource, merge, build strategic alliances, acquire other resources or organizations. It could mean selling off pieces of existing businesses that no longer fit strategically. It may mean giving up a "command and control" style of management for one that more effectively uses teams; restructuring the organization or compensation programs so that they are aligned with the organization's values and goals. So what does this mean to you? It means that there are tremendous risks at maintaining the status quo and doing it "because we've always done it that way!"

Change is inevitable and resisting change is not only futile but fatal to your business. What does change look like to you?

"The future ain't what it used to be!" Yogi Berra.

Source: http://ezinearticles.com/?Resistance-is-Futile&id=860596
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1 Main Reason Why Change Management Doesn't Change a Thing

According to a recent survey, 85% of C-Level Execs say that their "change initiatives" fail. That's 15% success rate.

There are books, studies, tons of training about how to successfully incorporate change management. Yet time after time, change sputters to an ignoble end in most organizations. Why is that?

There are of course many reasons for lack of success. Not properly thought out, needed resources not applied to the change and so on. But the absolute, most significant reason for failure in Change Management is that the do'ers are not the decision makers.

We first have to look at the role of management in today's companies. Any company, managers are no longer strictly managers. You have your own responsibilities, things you need to get done, reports, meetings and so on. Managing the department and its people is an actual side responsibility for today's manager, that gets fit in whenever there is time (which there isn't) or when there is a crisis (which there is).

So the manager's direct reports are required to be more self directed then ever before with greater responsibility for projects completions. That doesn't mean that you can't get some direction from your manager, but chances are it will be a quick in and out, specific questions and answers, then off goes the manager to the next meeting. The days of management spending their days available to provide direction, focus on observing, supporting, cultivating their people's skills is over. So, people need to "step up to the plate", "show initiative" and I'm sure there's a few more clich?

When change is needed, those that are needed to successfully carry out the change (the do'ers) most likely going to be those front line people. After the entire program is rolled out and the hoopla and the PowerPoint slides get put away, it's the individual contributor that will be needed to implement the change desired and sustain it. The managers are on to the next crisis, problem of the moment. And what's wrong with that?

After all, they told everybody what they need to do! Management spent weeks, if not months working out what everybody's responsibilities were and who needs to report what. So what happened? Or more importantly, what didn't happen?

Once again, the do'ers were not the decision makers.

Let's play a game. Let's pretend even that the change coming down actually is a workable process. When management locked themselves in a room and looked at the change needed, they actually got it right. They understood all the important elements and how they need to fit in order for the change to be successful. It will work, right? Certainly better chances, but guess what, it ain't gonna happen.

Why?

In order for change to be fully implemented and successful one of two things need to happen.

1. The management (decision makers) needs to ride herd on it. They need to ensure that all elements are put in place, unexpected obstacles are dealt with quickly, that needed behavior is changed on a permanent basis, that uncertainty and questions regarding what needs to be done are resolved immediately to keep the change moving in a positive direction. And as mentioned previously, management has galloped off towards a new project leaving the front line people responsible for its implementation.

2. The do'ers have seats at the table. And I'm not talking about a representative in a room full of managers. In fact they should be all the people at the table.

Let's go back to the "perfect plan" that the manager's came up with. Let's pretend that the room full of front line people actually came up with the exact same plan. Will there be a difference? Absolutely!

The people that know exactly what needs to be done, the people that have strong buy-in to the success of the "change" will now be those actually implementing and maintaining the change. The do'ers and the decision makers are now the same people. If you use the proper people on the committee, enlisting "influencers" to design and bring the change to the organization, you will not only have them committed and enthusiastic about what is happening, but also the people that are influenced and trust them. Much greater chance of success.

And guess what? Less work for the managers! If you do form a committee, give them the question. What do we need to do to XXX? Improve profits, quality, output, etc. Give them a broad outline. Have the committee, full of who will be required to achieve the change, formulate the path forward. Chances are it will also deal with stumbling blocks that management didn't even think about.

And it's their plan! And which would anyone be more dedicated to seeing succeed, a plan that you helped create and form or something (possibly unworkable) imposed from someone else?

Obviously, their needs to be management involvement in any change committee's work. Management needs a representative to ensure the goal remains focused and a voice for how and where management can support the change needed.

And isn't that what management is suppose to do?

The closer management comes to understanding that their job is not to TELL people what they need to do, but support their people in being effective contributors of the organization, the better the chance of success of the individual, the department, the organization and any change that needs to be implemented.

The irony of course is that in order for Change Management to work, the first step required is to change management's way of doing business. And when the do'ers are the decision makers, good things can happen.

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Find Out What Success Means to You

Why isn't my agency selling more? Why don't my producers use the software I have invested with to make more sales? Why are my bills so high? Why? We hear these woe's from agents all the time. We hear them from coworker and friends at happy hour, we speak these words to our financial councilors. But what is the real issue?

I have decided to conquer my fears for 2008. Yes, I know this sounds ambiguous and way to open ended, we are all afraid of lots of things and once one is conquered, another surfaces. Yes, I would agree with that. I picked up a book though that is revolutionizing how I think about getting what I want. "The Secret of Letting Go" by Guy Finley. This book has a fabulous first chapter in which helped me to see things clearer. I am a strong individual and I do think that I am stronger than the average female. I thrive on the saying "what doesn't kill you makes you stronger". But really, it's looking your fears in the eye that makes us stronger. Survival does not. Because I am here, because I am working hard to run my own businesses and profit, does not make me strong...it makes me a survivor. The fears will never go away if my goal is survival.

I am not an ambitious person. I want a good life with a good salary, and I want to provide for my children all the things that a good life would offer. I don't need fancy cars; I don't need exotic vacations (even though it would be nice). I need my business and the people who breathe the life's breath into it to thrive. That is success to me. So conquering each road block and facing another has been exhausting. BUT, this is the nature of running a business. It will never go away.

So, as a business owner, what am I trying to share? Well, business owner to business owner, sometimes businesses do not turn out as planned. Sometimes it is whether or not we adapt that makes the difference. Change, evolve, and embrace the FACT that if you are running this agency and if you are making this move professionally, the success is up to you. Let the business thrive where it thrives, watch where success lies and follow it. Don't try to pigeon hole success and tell it what to be. Let it grow and show you where it thrives. There, you will find success.

I have tried to create plans and tell the businesses I run what to be, but ultimately, all I have caused is strife and frustration at not achieving what I wanted. When I release, that is when I find that my employees, my product, and my focus are stronger than I ever realized. Strength is eternal. We have to identify what we fear. What holds you back? If we say we are afraid...that is not enough. What are you afraid of? Failure? Rejection? Start by identifying what you are not afraid of, then call your fears what they are. Using the overall blanket of fear is not getting over that fear. Calling the fear by name and not letting it control you will free you and let you identify it for what it is. This is the first step of really seeing yourself as a boss, and for seeing what you are building your business to achieve. You maybe looking for success, but what does that mean to you and what fears may keep you from achieving it? Give yourself permission to be free of the stress and strife of making the business be what you want...follow the success that it is. You may have to make really hard choices. You may have to venture into areas that are new to you. But when you emerge, you will be better for the experience. Follow your business model, stick to deadlines, build your agency and take care of your employees, and allow yourself to find what success means to you.

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Strategies For Overcoming Resistance To Organizational Change

It is human nature to resist what we see as different. Change requires that we work to learn a new set of rules, when the old rules may have suited us just fine. In reality, neither our personal nor professional lives will always be aligned with what we perceive to be comfortable. In other words, we are not the center of universe and the world does not revolve around our comfort levels. Circumstances outside of our control will occur that force us to adapt to new policies, new systems, and new sets of laws. In the very best situations our participation will be valued and our opinions will be sought giving us the opportunity to create the means that justify the end.

Individuals demonstrate their commitment to change through their deeds and actions. Strong managers solicit staff participation to build buy-in and to make sure that the affects of the proposed changes are vetted to avoid system breakdowns. Non-management employees can demonstrate their buy-in by educating themselves about the process, seeking ways to build consensus, giving and receiving feedback, and communicating their concerns to peers and management constructively.

Many theories attempt to explain why employees resist change even when it is obvious that change is necessary for an organization's survival. Resistance to change can be averted via:

Commitment: From the CEO to the janitor, every employee must be committed to the change plan. That commitment begins at the top; hence the organization's leadership must be especially attuned to successful implementation. One naysayer on the leadership team can ruin the entire process.

A change mandate: Change can not be a choice. With gentle respect it must be made clear that change is not an option, it is a requirement.

Input: Anyone who will be affected by the impending changes must be given the opportunity to voice his or her opinion in a respectful and collegial setting.

Accountability: Every person affected by the change program must be held responsible for implementing his or her individual change activity. Not meeting that responsibility must carry consequences.

Rewards and celebration: Successful implementation should be acknowledged via compensation and/or recognition. The organization as a whole should commemorate the successful implementation of the change program as well.

Evaluation: Examining the success of the implementation at planned intervals is a strategic decision designed to gauge success over time and make corrections for unanticipated consequences. Overlooking any one of the items above reduces the chance of successfully implementing a change program.

When change occurs, the relationship ("personal compact") between employers and employees suffer. This "personal compact" has three prongs - formal, social, and psychological.

The formal compact: Captures basic tasks and performance requirements as defined by company documents such as job descriptions, employment contracts, and performance agreements.

The psychological compact: Incorporates feelings such as trust and dependence between employee and employer, which is the foundation of an employee's personal commitment to individual and company objectives.

The social compact: Includes employees' perceptions about the culture of the organization and their chances for success. Change destabilizes the foundation upon which the employer/employee relationship ("personal compact") is built. It is this uncomfortable shift in organizational dynamics (social, formal and psychological) that causes resistance to change, not simply the launch of new ideas or different ways of conducting business.

Once the change program is announced, many employees will employ tactics to protect themselves, their turf, and ultimately their place in the organization.

Argumentative: Some employees will aggressively challenge the necessity for change. This is a time waster, which prevents critical objectives from being met. Every person who facilitates the change process must work diligently to build consensus. The employee must be assured that every idea is worthy of consideration. Should an exchange devolve into broad proclamations such as, "I just don't like it", "This will never work", or "This is a waste of time" the speaker must be challenged. Simply ask the speaker to explain why he or she feels the way they do and ask for three or four suggestions for making the process work.

Avoidance: Some managers and members of the leadership team will avoid change by subtlety refusing to commit to the process. Often these leaders will sabotage the change effort by being unavailable for meetings, denying resources, or withholding feedback. "The leadership" is a particularly difficult foe, because change efforts often require the use of resources managed by the leadership, such as time and money. Without these resources change efforts are likely to fail. Accountability with consequences is the primary means for assuring leadership participation.

Distraction: Many employees and organizational leaders search for personal or professional diversions during the change process that will ultimately hinder the effort. A distracted individual can undermine the change effort by not being present physically or mentally when his or her critical input is needed. Not being mindful of change creates an unnecessarily difficult experience for every member of the team. Such carelessness calls to mind the wasted energy expended when one runs against the wind. Change efforts provide an opportunity for every one affected to secure a new place in the organization or make a decision to seek a better fit elsewhere. Everyone who will be affected by the change process must participate in its implementation, which begins with soliciting ideas and input in the earliest planning stages.

Once identified, there are several strategies that can be used to overcome resistance to change within the organization. In order to maintain stability, all individuals must be treated with respect as they may have valuable knowledge to contribute and doing anything less may create even more resistance. At all stages of the change process, it is advisable to seek areas for agreement. Later these commonalities can be leveraged to encourage the opposition to join the team. It is also important to acknowledge and fully understand the nature of the resistance. This feedback will form the basis for strategies to deal with that resistance. When the majority of the organization is on board it is certainly worthwhile to hear and address the concerns of a few holdouts, which perpetuates the goal of maximum buy-in. Finally, resistance can be overcome by making sure that the change effort is communicated effectively in a multi-dimensional format. Adult learning theory supports the need to propagate messages that are seen, heard, and felt. By seeking consensus, acknowledging feedback, and communicating effectively, organizations can meet resistance successfully. Nevertheless, there will be individuals who cannot function in a changed organization. These men and women will always feel that the relationship ("personal compact") with the employer has been broken.

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Professional Development Plan

Professional Development is not just for the boss. It is more than an Executive leadership development program. It is an important professional process for anyone that wants to grow, move up the corporate ladder, or be able to take on new tasks or jobs as they arise.

Many professional development programs work to maximize your executive, leadership, and business skills. They evaluate your abilities, character, and trait that will allow you to BECOME YOUR VERY BEST.

They all tend to follow a simple process in creating a professional development plan:

1. Develop a vision with how you see yourself professionally. Connect with the vision so you can see it, feel it, touch it, taste it, and hear it. Write down the connection you have with this vision to remember what was most significant to you.

2. Write down the specific items you need to do to move forward in your plan. Every action you do is important so the small, daily victories are critical.

3. Know when you want to achieve this success. Every good plan needs a time line.

4. Embrace the change. Change is good. Once you get out of your comfort zone, you will be energized, determined, and encouraged by your progress. Do not let fear stand in your way. Fear is a good feeling as long as it does not stand in your way of achieving your dreams.

Your plan will change as you change so go back through the steps embrace the change that comes from improvement. Focus on your vision, what you want to, when you will do it, and know the change you make let's you BECOME YOUR VERY BEST.

Source: http://ezinearticles.com/?Professional-Development-Plan&id=937596
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4 Strategies For Change

Diogenes was one of the first, but will certainly not be the last, to recognize that change is the only constant in our lives and we better get used to it. Digging your head in the sand and hoping that change won't come is foolish and a waste of time. Any leader in an organization needs to manage change effectively as part of their day to day responsibilities. Understanding people's response to change is a critical component of this.

What are the things you need to know about people and change? Firstly, different people react differently to change. Some people relish change and get bored with the status quo. Others prefer more stability. Problems arise when the individual's preferences differ from the situation they find themselves in. So if a stability oriented person finds circumstances are changing or a change lover finds that everything stays the same.

Typical reactions can be stress, negativity, resistance. The best response from the manager is to explain the reasoning behind the change ' put the change in context ' and be patient. In times of extreme change managers might want to identify opportunities to pair up change lovers with more stable oriented folk to jolly them through the tough times.

Secondly, people need to be included in the change process. Psychologist Will Schultz identified three basic needs that people have which are particularly relevant to change:

- The need for control
- The need for inclusion
- The need for openness

This means that in any change process there has to be something the individual can control, they need to be included in the process of shaping the change and they need to feel their managers are being as open as they can about the change.

Thirdly, during periods of change people can often experience a feeling of loss and it might take time for them to adjust to new circumstances. It might be useful to consider the following model which is used to counsel people in helping them come to terms with loss:

- Denial
- Anger
- Withdrawal
- Acceptance

Some people may move through these stages very quickly, arriving at the acceptance stage within days of an announcement of change. For others, it may take months to accept the new set up. For the manager, provide opportunities for individuals to share their concerns and learn to be patient as employees take time to work through the change for themselves. But remember, acceptance does not necessarily mean loving or agreeing with the change.

Finally, enforced change, such as an office move, can lead to raised expectations. With the office move, individuals may see an opportunity for a bright, new shiny office with lots of space. Manage expectations carefully through change, otherwise people are bound to be disappointed. If expectations are not met, people are unhappy. If expectations are exceeded, they are happy. Manage expectations down.

Understanding how people typically respond will help the change manager with planning the inevitable change which all organisations experience. Based on this understanding managers need to:

Communicate the reasons behind the change ' be honest and open but don't oversell the benefits. Give individuals opportunities to share their concerns and provide reassurances. Make lots of time for informal discussions, feedbacks and 'water cooler' chat Give people some choices to make so they feel in control and included

Copyright (c) 2007 Chiswick Consulting Limited

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6 Reasons Why Change Programs Fail

Change is happening all the time in the business world. From time to time, all organisations will find themselves in a situation where it has to implement a more structured and more radical change program. This might be due to factors such as:

• Competition

• Loss of stakeholder confidence

• An adverse event impacting on business reputation

• Technological advances

Change programs are common but it is claimed that up to 70% of them fail. While there are multiple reasons here are 6 reasons why change programs fail.

1. Communication

It might be that the organisation is having problems delivering the tough messages. Alternatively it might be inconsistency in the message delivered by members of the leadership team.

The problem might not be with what is said but listening effectively to differing views and ideas.

2. Top Down

Senior people might lead the organisation, set the direction and put the plans in place. Yet in reality they are not the people who can make it happen. People at lowest level of the organisation determine whether a change program delivers. They need to be involved.

3. Lack of space and support

Changes impact on individuals in a very personal way. If organisations do not provide the space and support to individuals who are impacted by the change, the chances of success are greatly reduced.

4. Unclear objectives

The objective or outcome of any change program needs to be clear. Ambiguity makes it impossible to get across the reasons and benefits of the change.

5. Lack of performance measures

Change is usually about improvement. Unless there is a clear set of measures that can let people know whether they are on or off track, that are monitored and people are held accountable for sustainable change is unlikely.

6. Underestimating emotions

While everything on a spreadsheet or project plan is highly rational, it is important not to underestimate emotions. Few relish change and see it as an opportunity. This is neither right nor wrong it is just the way it is. Awareness of people's emotions can make a huge difference.

Change is a fact of business life and by taking some simple steps, the chances of success can be greatly enhanced.

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If Business Improvements Keep Missing the Target, Aim is Not the Only Thing to Check!

As Napoleon's Imperial Guard were wont to say:

'Some shot will go straight to the target every time; some shot will explode in the barrel while some shot will ricochet in the wrong direction. Some powder will flash in the pan; some powder will flare uncontrollably while some powder will be too powerful in the usual measure. Some fuses burn too fast, others too slow; some fuses will take forever to light while other fuses self ignite.'

Look again at the first sentence in the 'old soldier' adage; each time you read the word 'shot' replace it with the name of someone you are about to entrust with leadership of a critical and probably very expensive corporate transformation / business improvement project.

Can he or she hit the target every time? Do they explode prematurely? Do they jump to the wrong conclusion and fly off in the wrong direction? Unless you are absolutely certain of the answers, you might want to rethink your leadership choice.

Now reread the second sentence of the 'old soldier' adage again; in similar fashion, replace the word powder with either the name of the same person or another person if the first failed the 'shot' test.

Do the statements ring true of the person? Do they promise action but fizzle out, do they take off in many directions at once or do they overreact? Having considered the person from the perspective of these character traits, is this the right person for the project?

Finally, reread the adage again - replace the word fuses in the third sentence with the name of whoever made it through the first two 'tests' or someone else you might now want to task with leading the big project.

Would the person flare up too soon, would he or she take too long to make decisions, do they have difficulty getting up to speed or do they self destruct?

Finding a person who brings the right blend of shot, powder and fuses such that the project will not blow up real good is difficult enough but, unfortunately, that is only the start.

This metaphor of shot, powder and fuses is not just relevant for leadership selection. From a wider perspective it is a metaphor that speaks to the fact that corporate transformation / business improvement projects of size/import are an amalgam of conflicting egos, political infighting, silo budgetary control, not-in-my-backyard objection, optic based decision making, special interest influences, external vendor and supplier agendas, personal preferences and individual fears - a battlefield! And; every person who has, is or will be involved in the battle brings their own shot, powder and fuses.

Across every corporate transformation battlefield; shot, powder and fuses of varying strength, quality and design can be found everywhere. Peers, supervisors, subordinates, constituents, external parties and key stakeholders all possess ammunition; often carefully hoarded and hidden - ready to fire, explode, erupt, disrupt, dilute and destroy worthy, valuable projects at a moments notice.

Far too many leaders of critical improvements act like Haig of WWI infamy, they lead from the rear, they issue orders yet take pains to remain far from the action, they keep throwing away resources and money trying to conquer insurmountable obstacles instead of looking for a way to outflank the opposition, they blame others for failure.

It is one thing to select a leader with an impressive arsenal of shot, powder and fuses to lead an important initiative; it is another thing entirely if that person's idea of leadership does NOT include stepping out into the perils of no-man's land and braving the shot that comes from every direction including that which nowadays is termed 'friendly fire'!

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Ancient Americana Literature History - How Deeply Is The Democratic Soul in America

It happened in America, and later in Canada, and Australia. Men in chains from London arrived as exiles in new lands against hostile odds, London not caring whether they survived or not but eager to clean the slums of east London. What could possibly come of all this? The slums were filled with people worse off than the later stories by Charles Dickens that began the reforms to change all this inhumanity against their fellow people by the insulated leaders of their nations.

But, in 1608, when John Smith and his fellow English convicts from east London arrived, and worked sporadically between success and abject failure in swampy low land bogs to create farms, failing while fending off, and playing up to the local natives. John Smith, as leader, young dynamic, would go into the neighboring areas, passing through areas controlled all by local custom by various tribes. The nearest chief found that his daughter, a teenager full of spirit, took a particular liking to this visitor they all agreed to remain wary of.

Stories vary, depending on which side tells what happened next. But whether she was kidnapped, or simply went over to the dark side, in the dark, young high princess Pocahantas found herself as one of those inside the walls of Fort Jamestown, and she created quite the scenes as the men worked in the fields and watched young Pocahantas playfully perform cartwheels in her fur skins, which obviously lacked panties. The other fellows would call, come on John, she is your wife, she is telling you.

Pocahantas did accompany John Smith and the English on a ship back to London. Here, she was overwhelmed by the vast excess sickly humanity that she recognized and realized were to follow, weakening her people further. And this is a crucial point in the confirmation that vast America would speak English: when she was allowed to return home, her father the chief was already sick with the white man disease, did not hear her comments to push them back into the sea now: there were so many white men, and so few of us human beings. A movie made that point centuries later.

Source: http://ezinearticles.com/?Ancient-Americana-Literature-History-How-Deeply-Is-The-Democratic-Soul-in-America&id=936375
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Beware the Helicopter Plan

Imagine building a staircase with one hundred steps. The foundation for each and every step must be in place in order to support the steps as you go upwards. Clearly as you build a solid foundation you will find that adding and climbing the subsequent steps becomes easier. Once the foundation is in place, your focus can easily shift to adding and climbing the remaining steps as fast as you can. After reaching the third step you seem to have got the hang of this process. You can now look forward and see exactly how the remainder of the steps will be built. For the first time you have not only a clear vision of the end game but you can actually see how you are going to get there. Your confidence and enthusiasm have never been higher.

At this point, you have two choices to make. The wise choice would be to continue building the foundation and steps exactly as you now see them. Your experiences combined with the clarity you have gained about the path to the top have positioned you well for success. Or, you could let your enthusiasm turn into impatience and go for the shortcut. You can decide it is time for the helicopter plan. You let all of your prior judgment and planning fly out the window. Surprisingly, many leaders do this despite learning by experience that creating a strong foundation enables the steps to be built, starting with the first step. Since you can see them so clearly, you decide to jump to step forty two.

The helicopter flies high enough so you can drop a tall pole that is the correct height for step forty two. Then you climb out on to it and celebrate the achievement. You are a hero! You have left all of those other suckers behind by leaping forward while they slowly and doggedly build their plans. Then you turn your focus forward to step forty three. Suddenly, the gap between forty two and forty three is a chasm. There is no foundation supporting forty three and guess what? There is no place for that helicopter to land to pick you up and try that pole trick again. Worse yet, you have discovered that the world had become a rather wobbly place. Balancing that tall thin pole to keep it vertical to support you and your team and all the promises you have made to the marketplace is becoming a mighty challenge.

As Judi Adler said, "Champions know there are no shortcuts to the top. They climb the mountain one step at a time. They have no use for helicopters!" If a helicopter pilot and a mountain climber both reached the same summit, which one has the greater achievement? Which one really understands and has overcome the challenges of the mountain? That foundation of knowledge and experience under step forty two is a weak and flimsy pole. It certainly cannot support adding more steps for you to proceed with your journey. Now you are stuck. You realize that in order to go forward you have to go back and build the foundation that was required in steps four through forty one. To add to the challenge, you have to keep step forty two afloat and balancing precariously while you go back and work on the earlier steps in the right order. Do you have sufficient resource and capacity to take all of this on, or will the effort cause you to falter permanently.

Assume you even make it back to step forty two with a new solid foundation behind you, you may find that you have to completely rebuild step forty two as well. This is because it was the wrong step, built on the wrong foundation. In order for it to play its proper role in helping you get to your goal - step one hundred - it will need to be rebuilt. Meanwhile you have customers, employees, investors, and a lot of other resources and expectations invested in what the original step forty two was promising. Getting all of that back on track with your new ("original") foundational steps is another challenge and resource drain.

What does the helicopter plan produce?

1. A major disruption and diversion to a plan that had just become clear.

2. A major drain on resources as you first go back and rebuild the foundation and earlier steps

while keeping the new step going in some fashion.

3. A major drain on resources while you rebuild the step forty two and managed to reset

expectations that were created by it.

You always have to come back and work on the steps you missed. It takes twice as much energy to do this, and very inefficiently. Along the way, you will find that many of the steps you thought you had complete now have to be redone. By finally following the correct sequence of steps you have built a new foundation and better platform on which to move to the next step. Old "completed" steps may have been built on shaky ground and now need reworking. This rework causes you to spend time and energy that takes you away from making progress on the next step. The combination of rework and parallel working on steps at different stages in the process can be sufficient impedance to choke your project to a dead stop. Imagine if all that resource and time had been devoted to the original plan?

The old adage, "less haste, more speed" seems apt advice to people who make that fateful helicopter plan choice. Large complex projects including, business startups, new ventures, product launches, and corporate branding initiatives can all benefit greatly from leadership that understands and commits to the idea that you need to slow down before you can accelerate. By diligently following the plan you so carefully developed and proved to be working, you will be in a better position to go faster later on when it really counts. The kind of speed that powers the momentum to drive your business to success comes from a solid foundation that is built on planning, research, testing, practice, and leadership commitment to stay with the program.

"But what about change?", you might ask. Certainly you need to adapt your plans and strategies and actions if changing conditions would impact your project. You will have a far greater ability to adapt to change and stay in control of your plan if you follow the plan. In the helicopter approach, what would happen if conditions changed while you were standing on your flimsy pole at step forty two? You're barely staying upright and now you have to adapt to a change? By following through with all the steps in your plan you will:

1. Be prepared to accelerate and adapt to change when it really counts.

2. Make the most efficient use of resources to execute your project.

3. Avoid costly rework and parallel activities.

4. Significantly reduce the risk of failure and increase the assurance of success.

Every time you are tempted to call for that helicopter shortcut, make the choice instead to become a champion and get on with it!

Source: http://ezinearticles.com/?Beware-the-Helicopter-Plan&id=935831
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Ancient History Books Show - Charlemagne Was the First President of the United States of Europe

In the beginning, there were unknown waves of peoples across Europe, receding to southern caves in France during Ice Ages, but coming back north and reclaiming their Europe these past 15,000 years. They had been here, coming north and going south as the waves of cold came and went. By 15,000 years ago as the ice faded the more southern animals were able to come back and peoples of central Europe again had diet beyond moss and reindeer. It happened.

Recorded history has humans found in bogs in Denmark amazingly preserved, and we know we slowly evolved into tribes and related groups. By the time of Roman invasions we have their records on how terribly savage were the peoples much of Europe had hiding in swamps, narrow pathways to attack any stray Roman legions, heavy with their armour in close combat in foreign terrain. Over those centuries, all invaded each other: the Hun at Rome, the Vandal and Visigoth at anywhere with booty. All this a thousand years before the golden hordes arrived at the gates of Europe.

Then came Charlemagne (742-814 B.C.E.), the Frank. These German peoples from central Germany had poured west during the Roman retreat to defend Rome from others from Germany. As then, It is happening again: the central, most populated portion of western Europe has reached out and embraced the neighbors, after years of attacking them. The Franks poured into Roman Gaul as the Romans left, and the most amazing events unfolded.

These German Franks took over Gaul, but took on the language of the locals, which was a country version of Roman Latin. It evolved, brought in some German concepts, but the German Franks who took over Gaul created France, the French language and customs they now feel are all so distinct and unique from their less cultivated German bosom friends. What is so wonderful after so many centuries of bloodshed and wars, French Napoleon attacking Germany and others; the Kaiser, then Hitler coming on back with more and nastier manners. It did take World War Two and Uncle Sam to bang some heads together and say time to grow up and be mighty, Europe.

And call me Charles, but they are doing it. 26 nations of Europe with no borders. Charles could drive his carriage from Lisbon to Latvia and beyond. He would be so proud. Visionaries love to watch copy cats copy.

Source: http://ezinearticles.com/?Ancient-History-Books-Show-Charlemagne-Was-the-First-President-of-the-United-States-of-Europe&id=934780
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Speaking Out At Work

Have you ever spoken out at work? Has there ever been a problem with your job tools that you needed to bring the matter to your supervisor's attention? Were you afraid to do this? Afraid of repercussions or of losing you job. Or the possibility of being branded a trouble maker. If you have answered yes or no, read on.

But what if you really have a ligament complaint? The tools you were given do not work for you. You needed to make a minor or major change for your job to work.

This is a very hard question to answer. Do you keep your mouth shut and play safe - or do you open your mouth and say something?

I have been in this situation many times in the past. At times I have opened my mouth and said something. Mostly it had fallen on deaf ears. In most cases, supervisors have never had to do your particular job. They did not have a clue what was involved in you completing your daily quota.

Staying silent and working in misery day after day crushes your self-esteem. Soon you are not happy with just showing up at work everyday. You may even take out your frustrations on your spouse. This leads to high blood pressure and other medical problems.

Keeping all your emotions locked deep inside of you can one day lead to an explosion at work, when asked why something was not done in a certain way or on time.

I think the employers should ask their employees for any suggestions in how to make their job easier and more productive. Who do you think wins out in the end. The employer of course.

What ever happened to the suggestion box? Some employers do have a good working relationship with their employees and some treat their employees unprofessional.

If you want to speak out for a better sense of peace of mind ----- Think before you speak.

Thank you for reading my article. Please feel free to read any of my various other articles on many different subjects.

Copyright Linda E. Meckler 2007

Source: http://ezinearticles.com/?Speaking-Out-At-Work&id=870291
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Why Is UK Management Seemingly Useless At Managing Change?

Why it is that UK management is seemingly useless at managing change effectively? Despite the increasing amount, speed and nature of change recent research suggests that leaders and managers are a primary cause of stress, conflict and harassment at work. With as many as a third of employees reporting that they are often kept in the dark and not consulted when major change occurs in their companies, is this 'uselessness' endemic in UK management or are workforces victims of lack of knowledge and skills?

It's estimated that large firms undergo a major change approximately once every three years and smaller firms are changing almost constantly. With over 75% of change programmes failing fully meet objectives, the implication is that businesses spend a large chunk of their time and money failing to get the results they want. Companies are littered with a history of poorly executed, half-finished change initiatives.

Recent reports by the Chartered Institute of Personnel and Development (CIPD), Roffey Park Management Institute and others seem to add to the increasing body of evidence that many organisational change initiatives are failing due to lack of employee engagement and buy-in because bosses are not managing either the process or the communication effort effectively. Results: a growing perception that leaders and managers are uncommunicative, do not 'walk-the-talk', and haven't got what it takes to manage the transition effectively.

So what's needed?

Organisations need to take a closer look at several areas if they want to improve their change skills: choosing the team, project management, consulting and communicating.

Managing change requires different skills at different phases, and it is important to take into account the skills required when thinking about who manages the different stages of the change project. For a change programme to work it's also worth asking: 'Who exactly is going to execute this plan?'

Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. As soon as change is forced on people, problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing change where it affects people at a personal level, like being re-structured and "downsized".

Gain commitment, not acquiescence

Many leaders and managers try to 'sell' the change to people as a way of accelerating 'agreement' and implementation. Unfortunately, 'selling' change to people who aren't fully committed to the programme is not a sustainable strategy for success, unless the aim is to rake jelly up hill with a fork. When employees listen to management and the 'high-up's selling them a change, people will appear to accede, but quietly either at best not support the change, or at worse will actively conspire against it.

Instead, change needs to be understood and managed in a way that people can cope effectively with it. Change can be unsettling, so managers logically need to be a settling influence. But helping individuals and teams to deal with the psychological reactions to change or transition is often the hardest part of managing change. And here is the rub. The best strategy, the best laid plans, the best implementation can all go awry as soon as people are involved.

Leaders and managers need to check that people affected by the change agree with, or at least understand, the need for change, and have a chance to decide how the change will be managed, and to be involved in the planning and implementation of the change. Face-to-face communications to handle sensitive aspects of organisational change management is the best course.

These principles should be applied also to very tough change like making people redundant, closures and integrating merged or acquired organisations. Bad news needs even more careful management than routine change. Hiding behind memos and middle managers will make matters worse. Consulting with people, and helping them to understand does not weaken position - it strengthens it. Leaders who fail to consult and involve their people in managing bad news are perceived as weak and lacking in integrity. Treat people with humanity and respect and they will reciprocate.

Change management principles

The approaches outlined above are what I call GOBO (Glimpses Of the Blindingly Obvious). But as we know, what might look like common sense isn't always common practice. We need some guiding principles:

1. Continually involve and agree support from people at all levels.

2. Understand where the organisation is at the moment.

3. Understand where it needs to be, when, why, and what the measures will be for having got there.

4. Plan development in appropriate achievable measurable stages.

5. Communicate, involve, enable and facilitate involvement from people, as early and openly and as fully as is possible.

John Kotter's 8 Steps

Harvard Professor, John Kotter, offers some helpful thoughts about managing change and transition. Kotter's eight step change model can be summarised as:

Establish a sense of urgency - inspire people to move, make objectives real and relevant. Form the guiding team - get the right people in place with the right emotional commitment, and the right mix of skills and levels.

Create a vision - get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency.

Communicate for buy-in - Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to people's needs. De-clutter communications - make technology work for you rather than against.

Empower others to act - Remove obstacles, enable constructive feedback and lots of support from leaders - reward and recognise progress and achievements.

Plan & create short-term wins - Set aims that are easy to achieve - in bite-size chunks.

Manageable numbers of initiatives. Finish current stages before starting new ones.

Consolidate and sustain the effort - Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones. Institutionalise the change - Reinforce the value of successful change via recruitment, promotion, and new change leaders. Weave change into culture.

Where to start

These eight steps to managing change and transforming the organisation are tried and tested, but before launching into organisational change, key questions need to be asked:

• What do we want to achieve with this change, why?

• How will we know that the change has been achieved?

• Who is affected by this change, and how will they react to it?

• How much of this change can we achieve ourselves, and what parts of the change do we need help with?

• Do we have the skills to cope?

So often, managers tend to focus on the end rather than the means when approaching change. But this will only lead to failure. Leaders and managers need to look at the whole process when approaching change, from the communication and development of change to the end result. Only by having total clarity about what needs to be achieved, gaining the full and participating commitment of those involved, and being brutally honest about the prevailing skill level to successfully manage change can UK management get out of this stereotypical picture of being seemingly useless in the eyes of their people. With a bit of consideration and skillful practice managers can avoid becoming the primary cause of stress, conflict and harassment at work during times of change.

That reminds me; I must go and announce our re-structure.

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Can A Temporary Employee Make A Change In Office Procedures?

Have you ever worked for a Temporary Employment Agency? Did you like it? Did you find it stimulating? Did you get hired as a permanent employee? If you have answered yes or no, read on.

I have always done some kind of office work. I mainly stayed in the Medical Office field the last twenty years. Medical billing is pretty much the same in any type of medical office. The only difference is the computer software and each Medical Provider does everything just a little bit different.

I have found while working for a Temporary (temp) Employment Agency I was in a position to find ways to change the work situation. Many times I would find huge mistakes. These mistakes could be going on for years. Why? Because this is the way they have always been done.

When I have found some of these blaring mistakes, which meant loss of monthly revenue to the Medical Provider on a monthly basis, I would speak out.

I was the new kid on the block. I was there usually to clean up their billing mess. Most of the time it had to do with software glitches which could be easily changed.

I was working at one temp job. I made a suggestion to a co-worker who had worked for this company for 25 years. She said, "Forget it. We have done this for as long as I have worked here. Besides the supervisors will never listen to you, they never listen to me."

While working in several different Medical Providers Offices I did not stagnate. I learned, blossomed and grew in knowledge. I was only to happy to share this knowledge with a company which did not change employees often or thoughts.

Believe it or not, the supervisor did listen to me and made several changes in her department.

Speaking out is very tricky especially, when you are a temp employee. Think before you speak.

Thank you for reading my article. Please feel free to read any of my various other articles on numerous subjects.

Copyright Linda E. Meckler 2007

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The Basics of Corporate Team Building - Corporate Barcelona

You must have heard Henry Ford's famous saying, "coming together is a beginning, keeping together is progress, and working together is success." The quote certainly manifests the basic idea of Team Building, the concept that is often used for developing the spirit of teamwork at organizations and business corporations.

Teamwork, you know, is the concept of working together to achieve a common goal. It is the constructive idea of teaming up individual forces, energies, proficiencies, and skills to accomplish tasks in business corporations. It is all about orchestrating individual achievements toward corporate objectives. And, team building is a specially and skillfully designed program to develop the spirit of teamwork among the groups of people.

Teambuilding is very beneficial at work places and business corporations. Corporate Team building certainly provides fuel to make ordinary people to achieve extraordinary results at business organizations. It is really a fantastic concept of infusing the idea of team working in the workers at work places in corporations.

You know, there isn't such thing as an individual achievement at workplaces; big goals are always achieved by the people working in teams. The workers without team spirit are in no way better than a scattered mob. Team working is often acknowledged as the major key in scripting the success of businesses. As the concept of teamwork has grown extremely important, corporate team building has become rather common practice at business firms and corporations. It has really become the part & parcel of the modern business corporations.

Corporate Team building aims to improve communicative and working relationships among the workers, which definitely play important role in fetching the best results at corporations. If used as long-term strategy in business corporations, Corporate Team building is an effective tool that brings out wonderful outcomes.

Corporate Team building not only helps to improve mutual relations of workers, but also helps to boost up the moral and skills of workers and managers. It helps to develop their mutual understanding, trust, support, and communication. Thus, Corporate Team building contributes to the development of over personalities of workers as well as managers.

Corporate Team building makes workers & managers follow several team building courses & programs that are comprised of various team building activities, games (fun games), and events. These courses are fabricated to make them learn how to work collectively in teams. These programs really help workers learn the value and importance of team efforts. They help managers to learn the right formation of teams, right selection of teammates, right planning of goals, right distribution of workload, right timetabling, right balancing skill-sets, and maintaining right relations among teammates. Corporate Team building has proven wonderful in developing cooperative & supporting teammates, good relationships among the workers, great personalities, and capabilities of the workers & managers.

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A Managerial Makeover?

You know you need a managerial makeover when...

Employees walk the opposite way at the sight of you

There are 'meetings' after your meetings

'Doing it right' requires your personal attention

Your team's idea of problem solving is their index finger

Your mantra is 'It's hard to find good help'

'Information Sharing' is bickering and backstabbing between breaks

Your first thought was 'MY manager needs to read this!'

Oh, I wouldn't expect anyone to admit to needing an overhaul of their management skills. Although, the first sign you need a managerial makeover is DENIAL!! You can see it clearly in any management interview:

Jim: What are your results like?

Manager: Good...considering.

Jim: Considering what?

Manager: Apparently you haven't interviewed my slack team members, my indecisive boss, my misguided co-managers & my demanding customers!

This is called managerial masking. It's when a manager hides their sub-par results behind any available target but themselves.

Nobody wants to believe they need a managerial makeover but most of us could use one. The reason is because of the way we promote our managers. A manager doesn't get their first management position because they have a vast amount of managerial experience. They get it because they were knowledgeable, committed, hardworking employees. Our organizations translate these qualities into management capability so they hand out a promotion and some on-the-job training. Now you have a high-performance employee trying to manage and lead a group of people. The problem is that the skills it takes to perform as an individual are quite different from those needed to lead a group of individuals to perform. The result is mismanagement and a host of employee performance issues.

A managerial makeover requires more than a mirror. It requires an MRI: Managerial Reconstructive Investigation. It's a painful picture but you need to scrutinize the inside to get the results on the outside. If you desire peak performance from your team, you better step into the MRI booth. It's a tight squeeze so you might want to leave your ego at the door!

To change your results, an MRI requires that you honestly answer a critical question: to what extent am I creating the problems I don't want? Admitting that you may be the source of the problem is the start to resolving the issues within your workplace. If you can't see minimal results and poor performance as a product of your management approach, your name will blend into a long list under the heading of 'management mediocrity.'

Some of our poor management tactics are acquired through osmosis. We tend to assume certain tactics are acceptable by observing the management skills of others. A client once shared a story with me about one of his managers that locked the door at the start of a meeting to teach a latecomer a lesson. This forced the latecomer to knock on the door and disrupt the entire meeting. Needless to say this person was never late again. My client felt this tactic was acceptable since it produced the desired result. The problem is that the underlying message to the entire team is that if you do something the manager doesn't like, you too will be humiliated into compliance. Just because an action appears to produce an immediate desired result doesn't mean it's the best and/or only course of action.

The managers you worked for while making your way through the ranks may not be the role models you want to follow. Scrutinize your actions. What does the x-ray say? Do your actions build confidence -- exude professionalism -- build relationships -- create trust -- portray leadership?

Remove the roadblocks that impede your team from performing. Use the MRI approach to reassess your management skills and lead your team to peak performance.

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